1. Initiating
1.1. 1-5
1.1.1. Select project manager
1.1.1.1. Sponsor(s)selects the project manager
1.1.1.2. Sponsor(s) determines the authority of the project manager
1.1.2. Determine company culture and existing systems
1.1.2.1. Become familiar with the company culture and structure as they relate to the project
1.1.3. Collect processes, procedures, and historical info
1.1.3.1. Collect historical information
1.1.3.2. Find existing processes, standards, and compliance requirements that affect the project.
1.1.3.3. Understand how the organization does business (business knowledge) and what governance, procedures, and policies are already in place to use on the project.
1.1.4. Divide large projects into phases or smaller projects
1.1.4.1. Divide large projects into phase. Use project governance rules and apply them to the project.
1.1.5. Understand business case and benefits management plan
1.1.5.1. Make sure the business case and the analysis supporting the need for the project are documented and understood
1.1.5.2. Use the benefits management plan to understand the benefits that the project is expected to deliver to the business.
1.1.5.3. Ensure the high-level product scope is documented with as much detail as is practical.
1.1.5.4. Understand how the project supports the organization's strategic objectives
1.2. 6-10
1.2.1. Uncover initial requirements, assumptions, risks, constraints, and existing agreements
1.2.1.1. Determine high-level requirements, constraints, assumptions, and risks.
1.2.1.2. Turn high-level stakeholder needs, wants, and expectations into requirements
1.2.1.3. Collect and use any relevant, existing agreements (including contracts) that might be generating the project or that will be required during the project.
1.2.2. Assess project and product feasibility within given constraints
1.2.2.1. Do planning on a high-level basis
1.2.2.2. Perform high-level estimating for the project schedule and budget
1.2.2.3. Use the high-level planning and estimating data to determine whether the project objectives can be achieved within the given constraints and whether the expected benefits can be realized.
1.2.3. Create measurable objectives and success criteria
1.2.3.1. Determine success criteria and measurable project and product objectives.
1.2.3.2. Facilitate the resolution of conflicting objective.
1.2.3.3. Work with the customer and others to determine high-level acceptance criteria and clarity what is and is not in the project
1.2.4. Develop project charter
1.2.4.1. Determine what form the project charter will take, including its level of detail
1.2.4.2. Determine the initial project organization
1.2.4.3. Identify any inherent or required milestones on the project.
1.2.4.4. Finalize the project charter
1.2.4.5. Obtain formal approval of the project charter
1.2.4.6. Define the exit criteria for the project(when and why the projector phase should be closed).
1.2.4.7. Involve SMEs in developing the project charter and identifying stakeholders
1.2.5. Identify stakeholders and determine their expectations, interest, influence and impact
1.2.5.1. Identify stakeholders, and determine their influence, expectations, and impact. Document that information in a stakeholder register.
1.2.5.2. Coordinate project initiating efforts with stakeholders, including the customer
1.2.5.3. Use stakeholder mapping to analyze data on identified stakeholders to understand their power, interest, and influence
1.3. 11-13
1.3.1. Request changes
1.3.2. Develop assumption log
1.3.2.1. Develop risk register including data
1.3.3. Develop stakeholder register
2. Executing
2.1. 1-5
2.1.1. Execute work according to the project management plan
2.1.1.1. Implement the most up-to-date version of the project management plan, including revisions made as a result of control activities.
2.1.1.2. Keep everyone focused on completing the project to the project charter and project management plan.
2.1.2. Produce product deliverables (product scope)
2.1.2.1. Complete work packages.
2.1.2.2. Achieve work results that meet requirements.
2.1.2.3. Keep the project's business case and benefits management plan in mind while managing the project, especially when problems occur.
2.1.2.4. Expend and manage project funds.
2.1.3. Gather work performance data
2.1.3.1. Gather initial measurements and details about activities of project work (work performance data).
2.1.4. Request changes
2.1.4.1. Recommend changes to be evaluated in the Perform Integrated Change Control process.
2.1.4.2. Determine where project changes are coming from and what you can do to eliminate the root cause of the need for change.
2.1.5. Implement only approved changes
2.1.5.1. Implement approved changes, including corrective actions, preventive actions, and defect repair
2.2. 6-10
2.2.1. Continuously improve, perform progressive elaboration
2.2.1.1. Focus on preventing problems rather than just dealing with them as they arise.
2.2.1.2. Increase the effectiveness of processes.
2.2.1.3. Implement approved process improvements.
2.2.2. Follow processes
2.2.2.1. Use the team charter for guidance on team interactions. Follow ground rules at team meetings.
2.2.2.2. Follow organizational policies, processes, and procedures.
2.2.3. Determine whether quality plan and processes are correct and effective
2.2.3.1. Confirm that practices and procedures are being followed and are still appropriate for the project.
2.2.4. Perform quality audits and issue quality reports
2.2.5. Acquire final team and physical resources
2.2.5.1. Meet with managers to reconfirm resource commitments.
2.2.5.2. Determine final team members and other resources, and bring them on to the project as needed
2.3. 11-15
2.3.1. Manage people
2.3.1.1. Keep managers apprised of when their resources will be needed on the project.
2.3.1.2. Guide, assist, communicate, lead, negotiate, facilitate, and coach.
2.3.2. Evaluate team and individual performance; provide training
2.3.2.1. Evaluate how effectively the team members function as a team.
2.3.2.2. Obtain needed training for team members.
2.3.2.3. Make sure all team members have the skills, information, and equipment needed to complete their work.
2.3.2.4. Assess individual team member performance.
2.3.3. Hold team-building activities
2.3.4. Give recognition and rewards
2.3.4.1. Recognize and reward the team and individuals for their work and performance on the project.
2.3.4.2. Update human resource records of team members to reflect new skills acquired while working on the project.
2.3.5. Use issue logs
2.3.5.1. Use an issue log to record project issues and details about their resolution, including who is responsible for resolving each issue and the expected timeline.
2.4. 16-20
2.4.1. Facilitate conflict resolution
2.4.1.1. Remove roadblocks.
2.4.1.2. Use your technical knowledge.
2.4.1.3. Solve problems
2.4.1.4. Facilitate conflict resolution using conflict resolution techniques.
2.4.2. Release resources as work is completed
2.4.2.1. Commit, manage, and release physical and team resources in accordance with the project management plan.
2.4.3. Send and receive information, and solicit feedback
2.4.3.1. Exchange information about the project according to the plan, and solicit feedback to ensure communication needs are being met.
2.4.4. Report on project performance
2.4.4.1. Produce and distribute reports on project performance.
2.4.4.2. Look for exceptions to the approved project management plan in team members performance, rather than checking up on every persons work.
2.4.4.3. Create recommendations for the performing organization to increase its effectiveness.
2.4.5. Facilitate stakeholder engagement and manage expectations
2.4.5.1. Communicate your expectations for stakeholders and the project, and manage the involvement and needs of all stakeholders throughout the project to ensure everyone has a common understanding of the work.
2.4.5.2. Manage stakeholder engagement and expectations, increase project support, and prevent possible problems
2.4.5.3. Ensure continued agreement from the stakeholders to the project management plan.
2.5. 21-25
2.5.1. Hold meetings
2.5.1.1. Hold meetings to identify and address issues, assess risks, and keep the project work moving forward
2.5.2. Evaluate sellers; negotiate and contract with sellers
2.5.2.1. Obtain seller responses to bid documents.
2.5.2.2. Review proposals, bids, and quotes; negotiate contract terms with prospective sellers; and manage the evaluation and selection of sellers.
2.5.2.3. Manage the integration of sellers work and deliverables into the overall work and deliverables of the project; manage any seller-related conflicts or challenges
2.5.3. Use and share project knowledge
2.5.3.1. Collect, document, and share lessons learned.
2.5.4. Execute contingency plans
2.5.4.1. Carry out contingency plans in response to risk triggers.
2.5.5. Update project management plan and project documents
2.5.5.1. Make updates to the project management plan and project documents to reflect current information about the project.
3. Planning
3.1. 1-5
3.1.1. Determine development appraoch, life cycle, and how you will plan for each knowledge are
3.1.1.1. Determine how you will plan the planning, executing, and monitoring and controlling efforts for stakeholders, requirements, scope, schedule, cost, quality, resources, communications, risk, procurement, changes, and configuration, and put that information into the beginnings of management plans.
3.1.2. Define and prioritise requirements
3.1.2.1. Refine the high-level requirements from project initiating so they are more specific and detailed, and look for additional requirements, being sure to consider any internal or external analysis, reports, or regulations; analyze and prioritize requirements.
3.1.2.2. Expand on the assumptions identified in project initiating, looking for new assumptions and documenting the details of the assumptions
3.1.2.3. Refine the high-level constraints (such as resources, schedule, and cost) from project initiating so they are more specific and detailed
3.1.3. Crete project scope statement
3.1.3.1. Create a description of the project deliverables, the work required to complete those deliverables, and their acceptance criteria (project scope statement)
3.1.3.2. Use the project scope statement to gain approval of the "final" scope from stakeholders before further planning is done
3.1.4. Assess what to purchase and create procurement docs
3.1.4.1. Assess what may need to be purchased on the project. Identify any pieces of work that may be outside the organization's abilities to complete, and determine if new equipment or technology is needed to perform the project work
3.1.4.2. Select the procurement strategy for each contract. Create a draft of the procurement documents for necessary contracts, including bid documents, procurement statements of work, source selection criteria, and contract provisions.
3.1.5. Determine planning team
3.1.5.1. Determine what subject matter experts you will need on the project team to help with project planning
3.1.5.2. Engage a business representative as a product owner
3.2. 6-10
3.2.1. Create WBS and WBS dictionary
3.2.1.1. Break down the deliverables into smaller, more manageable pieces into a WBS (Work Breakdown Structure) (or for agile, create a product backlog).
3.2.1.2. Create descriptions of each WBS entity in a WBS dictionary so that the work can be understood and produced without gold plating.
3.2.2. Create activity list
3.2.2.1. Breakdown the work packages from the WBS into lists of activities to produce them.
3.2.3. Create network diagram
3.2.3.1. Sequence activities and determine predecessors and successors in the network diagram.
3.2.4. Estimate resource requirements
3.2.4.1. Estimate resource requirements (such as staff, facilities, equipment, and materials)
3.2.4.2. Meet with managers to gain resource commitments.
3.2.5. Estimate activity durations and costs
3.2.5.1. Decide what level of accuracy is needed for estimates.
3.2.5.2. Use historical data to support estimating time and cost
3.2.5.3. Involve experts or those who will work on activities (or stories) to estimate (time and cost).
3.3. 11-15
3.3.1. Determine critical path
3.3.1.1. Determine how long the project will take without compressing the schedule (determine critical path)
3.3.2. Develop schedule
3.3.2.1. Develop a schedule model, evaluate it against the schedule constraint in the project charter, and use schedule compression techniques to reconcile the two to come up with a final schedule for the project management plan.
3.3.3. Develop budget
3.3.3.1. Develop a preliminary budget and compare it to the budget constraint in the project charter. Then develop options to reconcile the two to come up with the final budget for the project management plan.
3.3.4. Determine quality standards, processes and metrics
3.3.4.1. Determine quality policies, practices, and standards, and then determine metrics to measure quality performance.
3.3.4.2. Determine processes to fulfill quality requirements and conform to organizational standards and policies.
3.3.4.3. Determine how you will improve the processes in use on the project.
3.3.5. Determine team charter and all roles and responsibilities
3.3.5.1. Create a system for recognizing and rewarding the efforts of project team members to help keep them motivated and engaged in project efforts.
3.3.5.2. Plan for acquisition, team building, training, assessment, and release of team members. Plan for physical resources requirements, including acquisition and logistics
3.3.5.3. Clearly determine all roles and responsibilities so team members and stakeholders know their roles on the project and what work they will need to do.
3.3.5.4. Work with the project team to develop a team charter defining their commitments and interactions with each other, including ground rules for meetings, conflict resolution processes, etc.
3.4. 21-25
3.4.1. Finalize all management plans
3.4.1.1. Plan ways to measure project performance, including determining the measurements to be used, when they will be taken, and how the results will be evaluated.
3.4.1.2. Determine what meetings, reports, and other activities you will use to control the project to the project management plan
3.4.1.3. Finalize the "execute" and "monitor and control" aspects of all management plans. Document closing requirements and actions.
3.4.2. Develop realistic and sufficient project management plan and baselines
3.4.2.1. Develop the final project management plan, project documents, and performance measurement baseline by performing schedule network analysis, looking for options, and confirming that project objectives can be met.
3.4.3. Gain formal approval of the plan
3.4.3.1. Gain formal approval of the project management plan from the sponsor, team, and managers of resources.
3.4.4. Hold kickoff meeting
3.4.4.1. Hold a kickoff meeting with key stakeholders, team members, managers of team members, and the customer to make sure everyone is on the same page and to gain buy-in.
3.4.5. Request changes
3.4.5.1. Throughout the project, return to the planning processes to do rolling wave planning (progressive elaboration or iteration) as more information becomes available. Results will likely require change requests and updates to the project management plan and project documents.
4. 16-20
4.1. Plan comms and stakeholder engagement
4.1.1. Determine what information you need from other projects and what information you will share with the organization and other projects.
4.1.2. Plan what will be communicated on the project; to whom, by whom, when, and how.
4.1.3. Plan how to involve stakeholders and manage their expectations during the project.
4.2. Perform risk identification, qualitative and quantitative risk analysis, and risk response planning
4.2.1. Complete detailed risk identification, subjectively analyze risks (qualitative risk analysis) perform quantitative risk analysis as necessary, and do risk response planning.
4.3. Go back - iterations
4.3.1. Iterations-go back and update project plans and documents as necessary to work toward a project management plan that is bought into, approved, realistic, and formal.
4.4. Finalize procurement strategy and docs
4.4.1. Finalize the procurement statement of work and other bid documents for each contract.
4.5. Create change and configuration management plans
4.5.1. Look for potential positive and negative interactions with other projects that could affect the project.
4.5.2. Determine the processes that will be used to request, approve, and manage changes on the project.
4.5.3. Develop the configuration management plan, outlining naming conventions and processes for document versioning, storage, and retrieval.